Linking Local Actors

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Revision as of 11:27, 9 December 2017

inking Local Actors

The Linking Local Actors project in 2006-7 researched and established a European database to facilitate cooperation between local employment practitioners in the EU's 27 Member States, and between them and the European Commission.

The project website provided useful information on best practices, events, sources of funding, partner searches, etc. The methodology adopted by the AEIDL/ European Dynamics team revolved around three main ideas:

  • cooperation with a panel of experts selected on the basis of their expertise in various thematic areas
  • a flexible approach based on matching the supply with the demand for information
  • creating synergies between thematic experts and journalists

Linking Local Actors identified 58 good practices in local employment development across Europe, which fall into five major approaches:

  • business support
  • ICT for jobs
  • job support for disadvantaged groups
  • new roles for public actors
  • new sources of jobs

The cases were chosen because they were innovative in their context. This was taken to mean that they took a risk to achieve a goal, and involved a new combination of resources,new objectives, new methods or processes, and/or new actors or partners.


8 success factors for local employment development

At an expert workshop, the project identified eight success factors for local employment development: governance, vision, strategic planning, market approach, partnership, capacity building, communication and mainstreaming. Their main elements are shown below.


  • participation & involvement of local actors (private & public)
  • involvement of local authority / government (BUT… leadership, not ownership)
  • interest / involvement of public actors
  • participation & governance not only of organisations & structures, but of citizens
  • capacity to improve democracy


  • highly motivated promoters
  • active, respected leader / initiator of action to implement
  • vision – charismatic leader (‘x factor)
  • based on shared diagnosis & vision

Strategic planning

  • need led
  • motivation of partners – real needs, potential benefits for target group
  • some sort of local action plan / strategy
  • based on strategic thinking
  • based on strong commitment (from actors) to implementation
  • think about sustainability / exit strategy from the start
  • participative analysis of local employment situation

Market approach

  • sensitivity to ‘market’ conditions
  • oriented towards global / non-local market
  • funding opportunities


  • partnership working
  • based on co-operation, trust, partnership
  • waterhole approach (building trust in an informal setting)
  • trust: vertical, between governance levels
  • trust: horizontally, between partners at local level

Capacity building=

  • quality of human resource. capacity building
  • combination of expertise & management skills
  • capacity building (individual & community level)


  • transparency
  • communication
  • permanent animation & communication (horizontal & vertical)
  • being ‘wired up’ (connected) with other levels
  • community support & information circulating properly


  • capacity to bring new solutions
  • capacity to bring about global changes
  • influence on the legal framework & context (if necessary)
  • sound regulatory framework
  • framework that balances accountability with flexibility / freedom

The 58 good practices can be found at: